Rob Van Klingeren

Responsible for the Kalmar front line operations in India, Middle East and Africa. Plan and drive the execution of sales, services and marketing activities to reach set targets and to grow the service business. Develop, implement and drive the execution of the Kalmar strategy to become a service driven company. Create together the annual budget and objectives for the region, P&L responsible for the market area. Responsible for managing the dealer network in the respective market area. Responsible for reaching and maintaining a high level of customer satisfaction and ensure building strong and sustainable customer relations. Pursue implementation of performance culture throughout the organizations in the area. Take care of the process and operational excellence implementation. responsible for performance management and target setting for the Market Area. Reporting to the Senior Vice President Services. Legally Managing Director of the Kalmar Middle-East DMCC company.

Responsible for the Kalmar Middle-East regional office. Region consist of 21 countries in the Middle-East and East-Africa. P&L responsible and managing a 20 persons team of sales, service and supply chain employees, direct scope of control is a management team of 3 persons. Reporting to the Vice President Services. Legally Managing Director of the Cargotec Middle-East FCZO company. Hired as a change manager to customize a new strategy for improved results, efficiency and profitability of the sales and service business. Increased the revenue from 17M€ in 2010 to 55M€ in 2012. Captured a significant overhead cost reduction by combining three office locations into one. Revenue aim is a turnover of 100M€ in 2015. Reorganisation and restructuring of a technical focussed organisation into a customer focussed organisation.

Responsible for the Industrial and Terminal business for the Cargotec Middle-East regional office. Region consist of 21 countries in the Middle-East and East-Africa. P&L responsible and managing a 40 persons team of sales, service and supply chain employees, direct scope of control is a management team of 7 persons. Member of the EMEA Front Line management team and reporting to the Vice President EMEA. Legally Managing Director of the Cargotec Middle-East FCZO company. Hired as a change manager to customize a new strategy for improved results, efficiency and profitability of the sales and service business. Increased the revenue from 17M€ in 2010 to 42M€ in 2011. Captured a significant overhead cost reduction by combining three office locations into one. Revenue aim is a turnover of 100M€ in 2015. Reorganisation and restructuring of a technical focussed organisation into a customer focussed organisation.

Within Cargotec EMEA services responsible for business development, project management and crane refurbishment for the EMEA region. Member of the management team EMEA Services and report to the Senior Vice President. Responsible for the sales of new service and maintenance contracts, start-up maintenance organizations and contract management during the operational phase. Responsible for development of marketing plans, creating leads and sales, business modelling, project deliverables (plan of approach, start-up plan, maintenance plan) etc. Services are for three brand names within the marine, transport and terminal industry. Set up joint ventures and legal entities to develop services in a particular country. The business development and project management team consist of 11 people, the crane refurbishment team of approximately 65 people. Customer contacts within the EMEA region with a focus on Middle East, North Africa and West Europe. Contacts with large investment companies in the Middle East region to setup jointly new maintenance organizations.

Manager of a department consisting of 10 project leaders. Member of the Euromax management team. Responsible for improvement projects, modification projects, realization and implementation of all the terminal equipment and infrastructure for the ECT-Euromax Terminal in Rotterdam. Close cooperation with the other managers in the Euromax management team. Draw up management reports and presentations. Maintain contacts and close cooperation with the mother company and shareholder (Hutchinson). Advisor for Hutchinson projects in Europe.

Responsible for the realization and implementation of all the terminal equipment for the new Euromax Terminal in Rotterdam, total equipment budget € 240 million. Responsible for the development of the contracts and specifications, maintaining international supplier contacts. Close cooperation with the mother company’s and shareholders (ECT, Hutchinson, APM). Project-manager of a team consisting of 5 project leaders. Negotiations with the main contractors, control a quality team in China (approximately 15 persons, daily contacts, visits every 6 weeks) Responsible for setting up the outsourcing of the complete maintenance organisation, total contract value €160 million (10 years) and 60 persons. Development of all tender documents, supplier selection and involved with all negotiations. Responsible for the contract development process. Contract manager during the start up of the maintenance organisation. Setting up a control organisation consisting of 5 persons.

Responsible test manager within the project modernisation, the goal of this project is the complete exchange of the existing ECT terminal software. Test team manager (12 persons), responsible for the test budget (approximately €1.5 million), writing plan of approach, resource planning, draw up management reports for the steering committee. Manager of the IVA team (Inspect, verify and approval) (16 persons), responsible for the final approval of the software. International oriented project, daily contact with the managers from the main supplier (Navis, United States) onsite and the employees in Oakland and India.

Responsible for the realization and implementation of all the terminal equipment for the new Euromax Terminal in Rotterdam, total equipment budget € 167 million. Manager from preliminary investigation until aftercare, responsible for the development of the contracts and specifications, maintaining worldwide supplier contacts, visiting relevant terminals to build up knowledge, market research for possible suppliers completed.

Several large-scale projects for purchasing and implementation of new terminal equipment (€ 1-22 million). Last project was the purchasing and implementation of three quay cranes by a supplier in Shanghai, China (daily contacts, visits every 6 weeks). Furthermore, several small-scale projects on the equipment field, such as setting up an operational lease contract for equipment, outsourcing of maintenance for manned equipment and project stabilization systems on Straddle Carriers. Also chairman of the tender board during the tender phase and contract manager.

Several investigations on the logistic field, such as the economical use of Straddle Carriers, twin-lifting on the automated terminals, height division quay cranes ECT, division automated stacking cranes ECT, all investigations including financial and technical foundations. Consultant for the operational department regarding improvement of operational procedures and processes.